I won a fake stock market competition in elementary school. I put all my money in a few penny stocks — where prices are less than a dollar, and because of their small denomination, their value (as a percentage) fluctuates wildly. Some days I had the worst portfolio, other days I had the best. The competition happened to end on an up-day. This was an example of “high risk, high reward.” Like startups. Startups need luck too, in …
A summary of nearly everything I think about building companies.
When you go full-speed in one direction for a hot minute, then slam on the brakes and do something else, and keep doing that, and it’s actually the correct course of action.
We’re constantly told to make decisions quickly, because that speeds up the production and learning loop.
But some decisions really should be made slowly.
How do you know which way to go, with a given decision? Here’s a framework to answer that question.
Pricing is often more about positioning and perceived value than it is about cost-analysis and ROI calculators that no one believes.
As a result, positioning can allow you to charge many times more than you think you can. Here’s how.
WP Engine just announced passing $100M in annual recurring revenue and a $250M investment from Silver Lake. We’ve never been in a stronger position!
We’re tired of hearing how small software companies usually fails.
The data show that the two most common causes are (1) the product just isn’t useful to enough people and (2) problems with the team.
But what about the cohort that dies even though it did sell some copies of software to a few people, and where the founding team isn’t dysfunctional?
I don’t have data for that cohort (tell me if you do!), but informally I see things like the following, which is useful to list because there’s a pattern common to each of them, which furthermore is possible to counteract
No you can’t “have it all.” You can have two things, but not three.
Idealistic founders believe they will break the mold when they scale, and not turn into a “typical big company.” By which they mean: Without stupid rules that assume employees are dumb or evil, without everything taking ten times longer than it should, without wall-to-wall meetings, without resorting to hiring anything less than the top 1% of the talent pool, and so on.
Why do they never succeed? What are the fundamental forces that transform organizations at scale?
I happened to be sitting on the tarmac, delayed, when a tweet came in asking for some ideas for what to do on a company retreat that would be strategic.
In the confines of six square feet of personal space, I sent a few answers.
These are useful exercises any time!
Though inevitable, change is uncomfortable and exhausting. Even we who relish change, who love bragging that “it’s hard but every day is different,” reach a breaking point after years of adaptation and fake-gleefully exclaiming that “failure is how you learn!” Yeah, but all this learning is fricking tiring.
How do you manage change?